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Forestalling Change Fatigue

Forestalling Change Fatigue



It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help ...

It is a given that organizational change affects people. It is people, not processes or technology, who embrace or not a situation and carry out or neglect corresponding actions. People will help build what they create.



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    Forestalling Change Fatigue Forestalling Change Fatigue Presentation Transcript

    • Forestalling Change Fatigue Olivier Serrat 2013 The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
    • A Modern Satyricon We trained hard, but it seemed that every time we were beginning to form up into teams we would be reorganized. Presumably the plans for our employment were being changed. I was to learn later in life that, perhaps because we are so good at organizing, we tend as a nation to meet any new situation by reorganizing; and a wonderful method it can be for creating the illusion of progress while producing confusion, inefficiency, and demoralization. —Charlton Ogburn
    • Is the Chief Cause of Problems Solutions? As though it were eternal truth, Charlton Ogburn's 1957 quip on change fatigue has been attributed to sundry sages, most commonly Gaius Petronius (c. 27–66), a Roman courtier and satirist. Is it really the case that "Plus ça change, plus c'est la même chose?" Or, are change and its management both more complex and simpler than we conveniently like to think? "If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than 5 minutes," Albert Einstein is alleged to have said. Another of his apocrypha imparts that "Problems cannot be solved at the same level of awareness that created them."
    • Linear Thinking for Change … In a technocratic age with a fondness for performance measurement, aka "doing something," linear thinking for change management urges proponents to identify, engage, and implement. To that intent, actions along a (typical) three-stage change implementation (or transition) curve depicting take-off (aka ending, losing, and letting go), potential stalling or regression (aka the neutral zone), and success or failure—or somewhere in between (aka the new beginning) are commonly recommended.
    • … in 10 Unimaginative Steps Specify the what" and "why." Define clear measures and establish measurement systems. Sustain, institutionalize, and embed the change. Distinguish the "who." Launch the campaign. Accept that change is a journey. Understand the barriers, risks, and issues. Detail the "how." Identify all the levers, influences, power, and resources at your disposal. Formulate the campaign.
    • Only 30% of Change Efforts Succeed Strategies are frequently overtaken by events or circumstances: this impacts the goal, focus, direction, and perhaps even the original need for change. Not to be outdone, linear thinking for change management will disclaim: (i) no amount of advance thinking, planning, and communication guarantees success; (ii) any change involves a shift of the organization's power structure; and (iii) even individuals who support change at the onset can become neutral or even passive or active resisters over time. Conversely, change efforts can, through over-management, reinforce the systemic issues they attempt to address.
    • On Change Fatigue Change fatigue pervades organizations that cannot learn for change. Tell-tale signs are (i) senior management and change sponsors do not attend progress reviews; (ii) there is reluctance to share, perhaps even comment on, information about the change effort; (iii) resources are given over to other strategic initiatives; (iv) clients, audiences, and partners demonstrate impatience with the duration of the change effort or increasingly question its objectives; and (v) change managers, champions, and agents are stressed out and the change team considers leaving.
    • The Social Psychology of Fear Organizations are human institutions, not machines. People must understand and buy into the need for change if any meaningful progress toward a desired future is to be made at all. Change has psychological impacts on the human mind. To the fearful it is threatening (things may get worse); to the hopeful it is encouraging (things may get better); to the confident it is inspiring (the challenge is to make things better).
    • Of Sticks (and Sometimes Carrots) In truth, however elaborate they are made out to be, most change management techniques from the mid-20th century to date derive from 19th century command-and-control mindsets that demotivate. The techniques are in point of fact responsible for poor organizational performance and resistance to change: they threaten status, certainty, autonomy, relatedness, and fairness—five domains of social experience that are deeply important to the brain, social neuroscience points out. Consequently, a good number of staff disengage and seek protection in apathy.
    • Co-opting Self-Led Change It is difficult and ultimately pointless to make people do what they do not want to do: nobody likes to be subjected to change. But change that we dream up and embrace on our own is different—that kind of change staff undertake and never tire of. If, instead of forcing personnel to perform this or that somersault, we found out what they want to do and helped them achieve it—in so doing building participation and receptivity to change—we would discover that change takes little suasion to envisage and implement. Redefining a relationship requires openness, reciprocity, and, especially, an appreciation of one's vulnerability: it does not mean one must do battle with the old.
    • Further Reading • ADB. 2008. Reading the Future. Manila. Available: www.adb.org/publications/reading-future • ADB. 2008. Culture Theory. Manila. Available: www.adb.org/publications/culture-theory • ADB. 2009. Learning for Change in ADB. Manila. Available: www.adb.org/publications/learning-change-adb • ADB. 2009. Fast and Effective Change Management. Manila. Available: www.adb.org/publications/fast-and-effectivechange-management • ADB. 2009. Distributing Leadership. Manila. Available: www.adb.org/publications/distributing-leadership
    • Further Reading • ADB. 2009. Understanding Complexity. Manila. Available: www.adb.org/publications/understanding-complexity • ADB. 2010. A Primer on Social Neuroscience. Manila. Available: www.adb.org/publications/primer-socialneuroscience • ADB. 2010. Engaging Staff in the Workplace. Manila. Available: www.adb.org/publications/engaging-staffworkplace • ADB. 2010. Forestalling Change Fatigue. Manila. Available: www.adb.org/publications/forestalling-change-fatigue • ADB. 2012. Future Search Conferencing. Manila. Available: www.adb.org/publications/future-search-conferencing
    • Video • ADB. 2012. Distributing Leadership. Manila. Available: vimeo.com/67185511
    • Olivier Serrat Principal Knowledge Management Specialist Regional and Sustainable Development Department Asian Development Bank knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge